Browse latest reports by title

  • 24/7 Customer - High-Tech CMS

    January 2009 | Vendor Analysis by Suvradeep Bhattacharjee

    Analyzes the customer management services capabilities of 24/7 Customer in the high-tech sector.

  • 24/7 Customer - Order-to-Cash

    January 2009 | Vendor Analysis by Randle Havens

    Analyzes the order-to-cash (O2C) outsourcing capabilities of 24/7 Customer.

  • Abbey Life - Life & Pensions BPO

    November 2002 | Case Study by Paul Connolly

    NelsonHall has published a BPO case study for Abbey Life illustrating the issues, and benefits that can be achieved, from outsourcing life and pensions administration services.

    This case study identifies:

    • The business challenges faced by Abbey Life
    • The sourcing options considered by Abbey Life
    • Abbey Life's use of cost modelling to identify likely costs and then negotiate a combination of cost reduction and service improvement
    • The changes in service levels actually achieved through adoption of BPO.

    This case study is published within Package 1 of NelsonHall's BPO & Outsourcing subscription service.

    To order, please download the following:

  • Abbey Life - Policy Administration Services

    August 2005 | Case Study by John Willmott

    NelsonHall has published an updated case study covering Abbey Life's outsourcing of its policy administration services to UISL.

    The updated case study provides an update on the change in metrics achieved in recent years together with details of Abbey Life's contract governance structure.

  • Abbey National - BPO Presentation

    December 2002 | Case Study by Paul Connolly

    A case study illustrating the use of business process outsourcing within Abbey National.

    This presentation is reproduced within Package 1 of NelsonHall's BPO & Outsourcing subscription service.

    To order, please download the following:

  • Accenture

    October 2011 | Vendor Analysis by Rachael Stormonth

    NelsonHall's Key Vendor Assessment for Accenture consists of 112 pages.

    In April 2010 (after H1 FY 2010), Accenture met with financial analysts and, in an unprecedented move, provided long-term guidance for FY 2011 and 2012. That guidance seemed bullish at the time, although Accenture's views of its own business outlook were bound to be accurate.

    That confidence has borne fruit this FY: Accenture has had four quarters of double digit constant currency revenue growth, and in FY 2011 achieved constant currency revenue growth of 15% - a recovery to pre-recession levels of growth - and also a 60bps increase in operating margin.

  • Accenture

    August 2011 | Vendor Analysis by Rachael Stormonth

    With the exception of the Public Service part of its Public Services and Healthcare operating group, Accenture is firing on all cylinders this fiscal year, and highly likely to achieve revenue growth of ~15% in its FY ended August 31, 2011. The company is working on revitalizing its Public Services business, where it is targeting opportunities in welfare and benefits programs, large-scale back-office BPO, and border protection programs.

    Accenture's work on growing its presence in emerging geographies is showing early success: the company anticipates 20% revenue growth in 2011 from 10 targeted regions, with them contributing ~15% of global revenue. Brazil alone will contribute ~$1bn revenue this year.

    Three acquisitions indicate some of the priorities.

    • The largest, that of Nokia's Symbian division as part of a Symbian development and support contract, will bring in nearly 3,000 personnel many of whom are likely to be retrained on the Windows Phone platform
    • The others, of Zenta and of Duck Creek Technologies, illustrate Accenture looking to grow its vertical BPO business in different financial services segments.

    Guidance for FY 2012 of revenue growth of between 7% and 10% reflects that some of the growth in FY 2011, particularly in management consulting, has come from post-recession pent up demand; it also reflects the challenges in the macro-economic environment in many mature markets.

    This NelsonHall Key Vendor Assessment of Accenture is 112 pages long.

  • Accenture

    July 2010 | Vendor Analysis by Rachael Stormonth

    NelsonHall's Key Vendor Assessment for Accenture consists of 94 pages.

    During the economic downturn, Accenture redirected its management consulting offerings to reflect organizations' changed priorities in the different market environment, and expanded its former five consulting practices to seven, the new ones being:

    • Process & Innovation Performance (PIP), peeling out capabilities from the George Group, acquired in July 2007, from the Finance and Performance Management practice
    • Risk management.

    There is also an increased emphasis on

    • Analytics, for example the launch of the 'Accenture Interactive' unit, which focuses on digital marketing and includes marketing analytics in its offerings portfolio. Accenture sees a significant opportunity to provide consulting and managed services around analytics in a service (BPO) model
    • BPO, which has now been carved out from Outsourcing to stand on its own as a 'growth platform'
    • Different pricing models, with an increasing emphasis on gainsharing and other value-based arrangements, particularly in emerging markets

  • Accenture

    August 2008 | Vendor Analysis by Rachael Stormonth

    This vendor assessment for Accenture consists of 90 pages.

    Given the company's above-average revenue growth in fiscal 2007 and in fiscal 2008 year to date, which the company also expects to continue into fiscal 2009, the consistency of Accenture's value proposition and marketing position is unsurprising.

  • Accenture - B2B Collections

    May 2010 | Vendor Analysis by Katharina Grimme

    Accenture targets Tier 1 multinational organizations with significant geographic scale and complexity. Its value proposition is to take on end-to-end finance & accounting process management, of which B2B collections is a component and transform these processes.